A Better Tomorrow
BRIDGING VISION AND VALUE
Dmitry Eidzin and Mehdi Bartari on Redefining Data, Transformation, and Global Impact at British American Tobacco (BAT)
At the intersection of digital transformation and consumer-centric innovation, Dmitry Eidzin and Mehdi Bartari are leading the charge at BAT, bringing clarity, purpose, and sharp execution to global IT and data programmes. In this exclusive joint interview, Dmitry, Global Programme Delivery Director, and Mehdi, Global Head of Marketing Data & Analytics, unpack the reality of delivering transformation at scale. From navigating legacy integration and AI adoption to embedding business value into every digital initiative, their perspectives reveal a bold yet pragmatic approach to turning strategy into impact, one decision, one market, one data point at a time.
Answers from Mehdi Bartari
Professional Journey
Professional Journey: Can you walk us through your career path and what led you to your current role as Global Programme Delivery Director?
My career has been defined by a deep-seated interest in technology and its application within the international marketing landscape. This journey began in 2004 when I developed my first website while serving as an international marketing associate. My academic and professional pursuits then led me to Malaysia, where I focused on Augmented Reality marketing and delivered innovative GPS AR solutions for software houses across Southeast Asia.
While pursuing my PhD in international marketing in New Zealand, I became fully immersed in global roles within complex matrix organisations. I took on significant responsibilities, including serving as the Global Head of E-commerce and Digital Marketing Manager for a group of companies. This experience ultimately led to an opportunity with British American Tobacco, where I have since held progressively senior roles, from Regional Head of Data and Analytics to my current position as the Global Head of Marketing Data and Analytics for the Group
Role of Technology in Business Transformation
How does your role support BAT’s mission of building A Better Tomorrow™, and what are some of the key technology transformation priorities you oversee?
As a business, we are united in working towards the shared vision of A Better Tomorrow™, and we cannot overlook the vital role that technology plays in achieving this goal. Technology is an integral part of the journey, enabling the business to navigate increasingly complex internal processes and deliver an enhanced experience for our consumers.
In my role, I work with cutting-edge technologies such as Microsoft Fabric, AI capabilities, and the latest insight tools. Recognising that transformation is essential for a thriving business, advancements in insights and foresight technologies are key enablers of this transformation. We don’t adopt technology simply because it’s new; at every stage, our focus remains on generating meaningful value.
AI and Machine Learning Integration
AI and machine learning are transforming the consumer goods industry. Can you share examples of how BAT is applying these technologies to enhance operational efficiency, product development, or customer engagement?
AI has been top of mind across industries for some time now, and at BAT, we approach it in the context of business impact and the specific use cases it can serve. We explore a wide range of AI applications across the business, always asking whether it can solve a challenge and add value to our offering.
To quote Javed Iqbal from a previous interview in Computer Weekly, “We’re focused on setting the right guardrails on using any AI solution so we could regulate its usage across the group.” This reflects our approach to ethical AI, ensuring responsible implementation that serves the business effectively.
We’re currently developing a data lake–centric, AI-powered analytics platform to democratise access to insights. AI and chatbots help extract meaning from complex datasets, enabling teams to make faster, better-informed decisions. These tools also support our understanding of consumer preferences, ultimately helping us deliver better products as part of our commitment to tobacco harm reduction.
In my own role, machine learning (ML) is applied even more frequently than AI. When working with complex and large datasets, ML enables automation, deeper data exploration, and advanced analysis. It allows us to uncover insights that were previously out of reach—supporting improvements across manufacturing, operations, R&D, and even flavour selection.
Modernisation and Innovation
What steps is BAT taking to modernise legacy systems in the D&A space, and how do these initiatives align with your broader technology transformation roadmap?
Transformation is a constant within any technology function, and in Data & Analytics (D&A), we are continually evolving to better serve the needs of the organisation. A key example is our strategic partnership with Microsoft, which led us to embark on a comprehensive transformation of our data and analytics platform.
We were among the few strategic partners to join Microsoft Fabric, an open, AI-ready, end-to-end D&A platform, even before its commercial release. This initiative was crucial for future-proofing our solutions and ensuring our teams have the right tools and capabilities to meet tomorrow’s challenges.
As the global technology landscape shifts, AI readiness has become central to nearly every business requirement. Data-first decision-making has never been more critical. In alignment with our journey towards A Better Tomorrow™, we recognised the need for advanced analytics capabilities across all business functions. This made the transition to Fabric not only timely but essential to enabling our transformation roadmap.
Collaboration Across Business Units
How do you foster collaboration across BAT’s global teams, business units, and external partners to ensure alignment and effective execution of transformation programs?
From a Data & Analytics (D&A) perspective, while we all operate under shared global strategic objectives, it’s easy to lose sight of them once large-scale transformation programs are underway. To stay aligned, effective communication becomes the cornerstone of every successful technology deployment.
Every programme, regardless of size, begins with a clearly defined Roles and Responsibilities model. This provides a comprehensive view of all partners involved and enables us to set the right cadences, involve the appropriate decision-makers, and ensure all stakeholders are kept informed and consulted, without overcomplicating the process or slowing down delivery.
We also focus on building strategic partnerships where vendors become true collaborators, rather than acting solely as delivery houses. This deep integration means our partners are involved in the full depth of the project, from planning through execution, with shared ownership and accountability. For example, partners such as ITC Infotech and Cognizant play a strategic role, and we rely on them for consistent, high-quality delivery across programmes.
Cross-Market Rollouts
What are the biggest challenges and learnings in scaling data and tech solutions across different regions and markets?
BAT is a vast organisation with over 120 years of heritage, operating across diverse markets with distinct operating models, regulatory environments, and data privacy requirements. A one-sizefits-all approach simply doesn’t work, especially in the D&A space. The key is balancing globally standardised tooling with the flexibility to address local needs
Certain components of the tech stack must remain global to ensure consistency in cost management, usage, and data integrity. However, when it comes to solution design and delivery, it’s crucial to allow room for local customisation that reflects the realities of each market.
The biggest learning has been that global delivery is only the first step. The real challenge lies in embedding enough flexibility for markets to drive local value, while maintaining alignment. This requires robust governance frameworks and clear guardrails.
Just as importantly, success depends on deeply understanding how local teams operate and how they use data. Early in my journey, I learned the importance of working hand-in-hand with local commercial and technical teams. This close collaboration ensures we deliver solutions that are not only globally aligned, but also truly impactful at the market level.
Data-to-Decision Journey
How do you ensure that data initiatives result in real business decisions and behavioural change, not just dashboards?
This is a very good question, it’s easy to get lost in the data and end up producing dashboards and tools that don’t drive real action. Especially with today’s technologies, building solutions once the data is available has become easier than ever. However, the key lies in understanding the vision and the value we aim to deliver. Once a clear objective is defined at the outset, we have a specific target to aim for.
To drive impactful initiatives, it’s critical to take stakeholders and users along on the journey. Everyone needs to understand the purpose of the initiative, how it should be used, and be properly trained on the solution. We use the ADKAR framework, Awareness, Desire, Knowledge, Ability, and Reinforcement, to ensure adoption and value realisation.
We also maintain regular follow-ups with users to track how the tools are being used, measure the impact, and reinforce key messages as needed. This ongoing engagement is what transforms data into real business decisions and sustainable behavioural change.
Business Value Realisation
How do you ensure business alignment and value realisation across large-scale D&A implementations?
No data initiative should begin without a clearly defined value case. This is where we link expected outcomes to measurable value, whether through efficiency gains or direct impact on the bottom line. We start by defining two key elements: the value itself, and how we will track that value.
First, the value must be articulated in clear business terms. Everyone involved, especially stakeholders, needs to understand and agree on the value being proposed. Only after that alignment is achieved do we proceed to implementation.
The next crucial step is to track that value throughout the lifecycle of the product we deliver. And I intentionally refer to it as a product rather than a project. A data initiative should be treated like a product, with a lifecycle that involves continuous improvement. This mindset ensures that we remain focused on delivering ongoing value and are able to optimise it over time.
Future Outlook for Technology in Consumer Goods
Looking ahead, what are your key priorities for technological innovation at BAT in the D&A space, and how do you see the industry evolving over the next five to ten years?
Now that we’ve established the platform and the core technology, the next step is to fully harness its potential. Advanced analytics and AI are at the top of our agenda. With a solid foundation in place, and with BAT’s AI team having developed robust ethical guardrails and governance, we are wellpositioned to explore the exciting opportunities AI offers.
The consumer goods industry is moving toward hyper-personalisation and the large-scale automation of marketing content. Both of these require immense volumes of data to be collected, processed, and applied effectively. Predictive analytics has always had a place in CPG, but the scale is rapidly evolving, enabling real-time optimisation of supply chains, market responsiveness, and product development.
Looking ahead, I believe we’ll see Agentic AI play a key role, not just in supporting decisions, but in driving them and taking action autonomously.
Answers from Dmitry Eidzin
Professional Journey
Can you walk us through your career path and what led you to your current role as Global Programme Delivery Director at BAT?
My career with BAT began in 2010, through what started as a partnership and gradually evolved into a full-blown strategic romance with transformation at scale. I initially joined as EEMEA Project Delivery Manager, where I led cross-functional initiatives spanning operations, marketing, and IT, launching BAT’s first corporate iPhone apps (yes, before it was trendy) and modernising the sales and distribution ecosystem.
As the years rolled on, so did the complexity of my roles. I took the reins on global transformation programmes across HR, finance, compliance, and enterprise data—delivering ERP and HR solutions that now support operations in over 160 countries. Not a bad workout for any global system.
Today, I lead IT Programme Delivery within Global Marketing, overseeing a portfolio of high-impact initiatives. One of the crown jewels is the Global Consumer Data Programme and our mission to create a Single Consumer View to power real-time, data-driven engagement. Because really, what’s more exhilarating than stitching together fragmented consumer data across dozens of markets? (Aside from perhaps watching paint dry in a data centre.)
What’s remained constant? Building empowered, delivery-obsessed teams and staying maniacally focused on business value, because as we all know, strategy without execution is just an expensive daydream in a nice slide deck.
Role of Technology in Business Transformation
How does your role support BAT’s mission of building A Better Tomorrow™, and what are some of the key technology transformation priorities you oversee?
Technology is central to BAT’s transformation, but let’s be clear: it’s a lever, not the destination. Real transformation comes from aligning people, data, and decisions around value. My role is to make sure that alignment isn’t left to chance.
As Global Programme Delivery Director in Global Marketing, I lead strategic initiatives that help shift BAT toward a more sustainable, consumer-centric model. One core priority is the Global Consumer Data Programme, designed to create a Single Consumer View across markets. It’s not just about collecting data, it’s about enabling real-time, responsible engagement that drives business outcomes.
We’re also overhauling legacy platforms, building intelligent automation pilots, and scaling realtime insights. All great on paper. But the reality? No technology delivers value on its own. It’s how we embed it into decision-making that counts.
Because at the end of the day, even the most elegant solution is just expensive shelfware if no one uses it, or worse, if everyone uses it differently.
Collaboration Across Business Units
How do you foster collaboration across BAT’s global teams, business units, and external partners to ensure alignment and effective execution of transformation programs?
In a global matrix like BAT, collaboration doesn’t magically emerge from shared calendars and good intentions, it has to be structurally designed and ruthlessly maintained.
We start by embedding collaboration into delivery itself. That means forming truly cross-functional teams with shared goals and mutual accountability, not just looping in colleagues for status updates once all the decisions are made. For external partners, we treat them less like vendors and more like co-pilots. If they’re only brought in at the landing, don’t be surprised when the plane veers off course.
Crucially, we invest in context, not just telling teams what we’re doing, but why. When people understand how their work connects to the broader strategy, alignment becomes less of a compliance exercise and more of a professional instinct.
And let’s be honest, collaboration is far easier when everyone’s rowing in the same direction… and not arguing about who’s holding the oar best.
Leadership in Complex Programs
As a global program leader, how do you approach resolving challenges around interoperability, legacy integration, and stakeholder engagement?
Leading complex global programmes isn’t about solving everything, it’s about knowing what not to solve, at least not yet. The real challenge isn’t the technology; it’s orchestrating progress through legacy landscapes, mismatched expectations, and the occasional geopolitical detour.
Interoperability issues and ageing systems often present as purely technical obstacles, but in reality, they’re political, procedural, and occasionally philosophical. The smart move? Don’t always reach for the most elegant solution, reach for the one that works now. A pragmatic workaround often beats a beautifully delayed fix.
And when it comes to stakeholder engagement, forget the idea of managing them, co-create with them. Bring them in early, let them break things (preferably in UAT), and make them part of the win.
Leadership in this space is about applying structure without smothering agility. Think of it as conducting an orchestra where half the musicians are remote, some brought their own instruments, and one’s still arguing about the sheet music.
Cross-Market Rollouts
What are the biggest challenges and learnings in scaling data and tech solutions across different regions and markets?
Scaling data and tech globally is less about code and more about translation, and no, not just the language. It’s the definitions that get you. Terms like “active user” or “net revenue” can mean entirely different things in São Paulo, Seoul, or Stuttgart. Left unchecked, that semantic chaos leads to mismatched reporting and, inevitably, raised eyebrows from local teams.
What I mean is, when these terms vary across markets, it’s not that they’re speaking different languages, it’s that they’re playing by different operational, legal, and cultural rules. And unless you surface those differences early, you’re comparing apples to imported, VAT-adjusted oranges.
The real balancing act is between global consistency and local credibility. Standardise too rigidly and you’ll get resistance. Over-customise, and congratulations, you’ve just invented 15 versions of the same platform.
The smart move? Bring both global leads and market users in from day one, with equal say. That avoids “headquarters knows best” syndrome and uncovers real gaps before go-live panic sets in.
And yes, we’ve learned to pre-wire a mediation mechanism early on. Because at some point, someone will argue passionately over a KPI, and it’s much better to referee with rules than with emojis in a project chat.
Data-to-Decision Journey
How do you ensure that data initiatives result in real business decisions and behavioural change, not just dashboards?
The real challenge in data programmes isn’t the data, it’s the yawning gap between insight and action. Dashboards are easy. Decisions? Less so. We start by asking the unglamorous but essential question: Who is actually going to use this, and why should they care? If that’s unclear, you’re not building a data product, you’re designing digital wallpaper.
The next step is ruthless integration into the business rhythm. Reports only matter if they influence something, performance reviews, incentives, investment choices. Otherwise, they just sit there looking pretty. We also build internal advocacy early: a network of champions who drive adoption, pressure-test usefulness, and quietly call out when something’s gathering dust.
And crucially, we keep senior leaders visibly engaged. Nothing accelerates data-to-decision like a sponsor asking, “Why aren’t we using this yet?” In the end, as you might know, dashboards don’t change behaviour. Consequences do. Our job is to connect the two, clearly and consistently.
Business Value Realisation
How do you ensure business alignment and value realisation across large-scale D&A implementations?
“Value” is one of those boardroom favourites, everyone nods solemnly when it’s mentioned, but ask for a definition and suddenly the room gets very quiet. So we start with the obvious: define value early, clearly, and in measurable terms. No metaphors. No wishful thinking. Just numbers that mean something. Then we assign a value owner, someone who’s not just there to observe progress, but to actively chase it. Their job is to track realisation, flag drift, and politely remind people that optimism is not a strategy.
But the real shift happens when value becomes part of the everyday operating model. Every decision, every new feature must justify its existence: Is this pushing us closer to the goal, or are we just generating deliverables for sport? When teams, from engineers to executives, start thinking in outcomes instead of output, D&A stops being a project… and starts becoming a competitive habit.
“The real challenge in data programmes isn’t the data, it’s the yawning gap between insight and action. ”
British American Tobacco (BAT) is a leading global consumer goods company, committed to building A Better Tomorrow™ by transforming its portfolio with innovative, reduced-risk products including vapour, tobacco heating, and modern oral nicotine offerings, while maintaining leadership in combustible tobacco.
Bartari Global Head of Marketing D&A
Dmitry Eidzin Global Programme Delivery Director
Mehdi